Scandic plans franchise growth in smaller Danish towns

Smaller Danish destinations feature in Scandic’s growth plans to 2030. The hotel chain aims to add 40–50 hotels and make franchising a more structured part of its expansion. For Denmark’s franchise sector, the plan is particularly relevant because it combines local hotel operators with shared operational support.

Franchising to contribute to growth

Scandic’s ambitions were reported in a press clipping from Årets Kok on 13 May 2025, citing Turistmonitor. According to the report, the chain is preparing to expand its portfolio by 40–50 hotels by 2030. Growth is to come through both the group’s own concepts and a new, more structured franchise model, which Danish operators are also invited to join.

This figure represents the chain’s overall growth ambition and should not be read as a target for new hotels in Denmark. The Danish part of the plan focuses on finding opportunities in smaller destinations and allowing scope for local adaptation through franchising.

This is an important distinction for potential partners: Scandic is setting out a direction for development, not a confirmed list of Danish openings. The ambition indicates the role franchising is intended to play, but does not in itself announce specific new hotels or signed Danish franchise agreements.

For the franchise sector, the key point is therefore that Scandic intends to take a more systematic approach to the model. Franchising is one of several tools in the chain’s plan to expand its presence by 2030.

Focus on smaller destinations and loyalty programme guests

According to Søren Faerber, Scandic’s Director of Development and Strategy, the potential is particularly strong in smaller towns. He points to rising demand from loyalty programme guests as one reason for exploring these destinations.

The Danish focus is therefore not simply on adding more hotels, but also on prioritising particular locations. Scandic is looking at places where local adaptation through franchising will form part of its approach. This offers a different route to growth from a plan focused exclusively on major cities and standardised hotel openings.

For a local hotel operator, this raises a practical question: how can a destination’s distinctive character be reflected in a partnership with a chain that also wants a more consistent guest experience? Scandic’s stated direction accommodates both considerations, but they will need to be put into practice within each partnership.

In this context, demand from loyalty programme guests reflects Scandic’s assessment of the potential. It should not be confused with a guarantee of occupancy or profitability at any particular Danish hotel. A local assessment of demand would therefore be a useful starting point for a prospective partner.

Shared functions to support operations

The expansion is accompanied by organisational changes. Scandic describes a structure in which functions such as finance and HR are centralised. The aim is to ensure more consistent operations and improve the guest experience across countries.

The report introduced Peter Jangbratt as the new director for Denmark and Sweden, responsible for overseeing day-to-day operations across both markets. His remit includes ensuring that the hotels follow the same operating model.

This provides a clear framework for the ambition to allow local adaptation. Local roots are not enough on their own; they must work alongside shared processes and organisational functions. For a potential franchise partner, the division of responsibilities between the hotel and the chain will therefore be an important point to clarify.

Finance and HR are precisely the areas where the allocation of responsibilities has practical implications for everyday work. Initial discussions should therefore explore which tasks are handled locally, which are managed centrally, and how the partnership supports the hotel’s day-to-day operations.

Investment will also improve existing hotels

Scandic’s plan also includes refurbishments and investment in its existing Danish portfolio. It also outlines the rollout of digital tools and flexible staffing arrangements. The chain’s stated aim is to improve both profitability and job satisfaction, while strengthening its position in the Nordic region.

The growth plan is therefore about more than adding new properties to the portfolio. It also covers the development of existing hotels and the way work is organised. Potential partners should view the franchise ambition in this broader context, rather than simply as an invitation to open a hotel.

Practical takeaway: Hotel operators in smaller Danish destinations can use Scandic’s stated direction as a starting point for initial discussions. In particular, clarify local demand, the scope for adaptation and the division of operational responsibilities before assessing a specific franchise agreement.